The job holder
«Does this actually sound like my job?»
Method
How I build capability, as I write and debate it on LinkedIn: start from the job itself and judge by performance in the field, not by ready-made lists.
Start from the job, not a ready-made list
A list like “communication, teamwork, problem-solving” is correct, but it doesn’t say what someone must do in the field to succeed. So I start from the job itself.
Original post · 4 Oct 2026Example: a maintenance technician
01
Role outcome
Returns the equipment to service safely and on time.
02
Critical task
Diagnoses the fault and finds the cause before replacing parts.
03
Competency
Fault diagnosis and technical decision-making.
04
Observable behaviour
Gathers the signs, tests the possibilities, records the cause and confirms the equipment is back as it should be.
If the framework just says “Problem Solving”, another manager and I could each read it — and rate it — differently.
Four levels… based on what?
Beginner, intermediate, advanced, expert. What separates two technicians isn’t years or the number of faults handled — it’s what we see in their work in the field.
Original post · 11 Oct 2026- Beginner
- Intermediate
- Advanced
- Expert
01 / 04
Can they diagnose the fault without help?
If we can’t see the difference between levels at work, how can we assess anyone against them?
Three people build the framework
An excellent competency framework can end up unused if it’s built as an HR project alone. HR knows the method; the operations manager knows the work in the field.
Original post · 8 Oct 2026The line manager
«Can I use it for assessment, development and promotion?»
HR
«Are the competencies clear, consistent and measurable?»
Instead of sending them a finished template to review… we bring them in from the start.
Is it really a training problem?
One of the most common requests we get: “the team needs training”. Before looking for a programme, we need to know where the problem is.
Original post · 30 Sep 2026- Does the person not know how to do the task?
- Or do they know, but the procedure isn’t clear?
- Do they have the tools and authority they need?
- Or is the real problem follow-up?
This is where a training request differs from a training need… not every request that reaches us is a real training need!
70:20:10 — a development plan, not a training plan
I don’t dwell on the ratios; what matters is how we think about developing people. Too often we reverse it: find the gap, then go straight to a course.
Original post · 16 Sep 2026Career progression is wider than promotion
Many people tie progress to one question: was I promoted or not? Promotion is part of career progression — not all of it.
Original post · 21 & 28 Sep 2026Promotion
Changes your position.
Career progression
Builds your readiness for the next step.
Try part of the next level’s responsibilities
- Lead a meeting
- Follow a problem to the end
- Make a decision
- Coordinate across teams
- Come back with the result, not the problem
There’s a difference between “I could do my boss’s job” and “I actually did it”.